How to reduce the attrition rate of employees

Interrelationships among members of the working group, morale and effective management are the standard practices employed to ascertain high performance, though not much focus is put in the most important phenomenon of human behaviour, identified through the Hawthorne effect, where people require help to get noticed. The term satisfaction remits the search for the actual cause and concern which requires no elaboration. It constructs the firm dais of retention and elicits contribution towards the organization. Accumulating each individual’s behaviour the group behaviour approach was established taking into account the system or pattern of the group relationship within the organization. This group behaviour approach is highly based on sociology and social psychology rather than the focus on individual psychology. This social arrangement portrays the overall display of complex interacting attitudes, conflicts of cultural backgrounds, pressure of groups within the organization. This is done through managing the stems arising out of the group behaviour traits and pattern in the shape of management practices and theories. There is a high integration of each stem with the concern like organizational structure and design, planning, controlling and staffing. This is where the process goes wrong, as the individual interest gets overlapped with the group interest and further with organizations interest.Interpretation of achievement
Interpersonal behaviour within the group firmly decides over the sturdiness of the commitment protrude by any specific employee within a group. An individual decides to leave his or her job, only if the contentment level is not achieved or comparatively low. It should be understood that an individual’s attitude towards his or her achievement and the level of satisfaction derived from it has the maximum effect on the self concept one carries. This judgement of subjectivity and objectivity decides over the success or failure rate of an individual. This further develops the individual’s belief system that measures up to his or her hopes and expectation lending to personal satisfaction or dissatisfaction.
Work dissatisfaction usually leads to poor achievement and is specifically contributed by environmental factors, various forms of discriminations and unfavourable social attitude. This is also accompanied by aspects tangential to the work, as rules and regulations, individual rights vs. senior rights, wages fringe benefits and many more. Individual’s achievement is highly receptive towards the subjective (personal) and objective (environmental) factors. Each of these plays a significant role in establishing the specific personality traits. An individual’s determination to achieve a specific objective deters through aspiring unrealistically high out of the pressure and anxiety shooting from trials in unfamiliar conditions. This is occasionally supplemented with past experiences of failure even if the person shows high degree of motivation. Over time this develops an unfavourable outlook towards every other situation accompanied with a pitiable approach towards self concept. Many a times a feeling of remorse creeps up when an individual identifies his or her capability which is comparatively higher than what was displayed through one’s performance.

The Turn Around of anticipated moves

These are the symptoms where the management needs to focus on specifically to block the growing trend of attrition. Once an employee develops a negative self-evaluation of self by finding themselves in occupations which are lower than their aspirations, they tend to detach from the job and the specific circumstance to curb down the intensified feeling of failure and difficulty to achieve shifting goals. The management needs to find people who are immune to such tolerance, or develop the specific situational tolerance. Each employee carries a set of values which are directly linked to his or her prestige in the social group. Once a control over these self esteems of individual employees is established the unanticipated circumstances can be interpreted or moulded in accordance to the requirement.

The best way to reduce attrition is by engaging the employee in such a way that they feel part of the organization. Once they feel part of the organization they are less likely to look elsewhere for “better opportunities”.

It is also important to create an atmosphere where employee enjoy the work they are doing – and not feel the compulsion. How to balance this with organization objectives is another challenge that the organization will have to look after.